Sonos has long been a proponent of flexibility in the workplace. For years, its mantra — “impact, not location” — resonated with employees and job seekers alike, defining the company as a pioneer of hybrid work. But recent challenges, including a crisis surrounding its app and broader industry struggles, have pushed the audio giant to rethink its approach. Sonos has now announced a return-to-office (RTO) policy for product teams, requiring them to be on-site two or more days per week.
This policy shift reflects broader debates happening across the tech industry about the balance between flexibility and in-person collaboration. While it’s true that product teams often benefit from hands-on testing and face-to-face problem-solving, it’s important to ask whether these RTO mandates truly solve the underlying challenges companies face—or whether they risk alienating employees at a time when morale is already low.
The Realities of RTO at Sonos
The new policy primarily affects employees near its U.S. offices in Santa Barbara, Boston, Seattle, and San Francisco, leaving the rest of the workforce largely unaffected. Sonos emphasizes that flexibility remains a core value, with spokesperson Olivia Singer stating, “Flexibility is not going away… we are evaluating the impact that in-person collaboration has on the effectiveness of our teams and our culture.”
Still, the timing of this decision is critical. Employee morale has reportedly remained low following the app controversy, layoffs earlier this year, and tightened budgets. In such an environment, introducing an RTO mandate—however limited—can exacerbate existing concerns.
A Broader Industry Shift or a Temporary Fix?
Sonos is far from alone in adopting stricter in-office requirements. Tech giants like Amazon have led the charge, mandating five-day office work weeks, while others, like Dell, have seen backlash for similar policies. Yet, data consistently shows that rigid RTO requirements often come with unintended consequences.
Stanford economist Nicholas Bloom, an expert on remote work, has found that hybrid work models consistently outperform fully in-office setups, with employees reporting higher productivity, engagement, and job satisfaction. “Forcing employees back full-time risks alienating top talent and stifling innovation,” Bloom has noted, “especially in competitive industries where flexibility is a key differentiator.”
The Opportunity Cost of Office Space
One question looms large for Sonos and others in its position: what about the cost of office space? As many companies have learned, hybrid work isn’t just about employee well-being—it’s also a smart financial strategy. By optimizing office usage and reducing unnecessary real estate costs, organizations can reinvest those savings into product innovation, customer experiences, and employee development.
A Path Forward for Sonos and Hybrid Work
Sonos’s decision highlights the tension between collaboration and flexibility in the evolving workplace. While the new policy aims to address operational needs, it’s essential that the company maintains its commitment to flexibility—a value that has defined its culture and reputation.
At Kadence, we believe hybrid work is about more than balancing remote and in-office days. It’s about creating systems that prioritize results, empower teams, and support the dynamic needs of the modern workforce. For Sonos, the challenge isn’t just about getting employees back to the office—it’s about ensuring that these changes drive real value for both the business and its people.
As we’ve seen with other companies navigating these waters, transparency and employee input will be crucial. The true test of Sonos’s policy won’t be in how many employees badge in, but in how effectively the company can balance collaboration with the flexibility its workforce has come to expect.
